1
WGU D030 CFM1 Task 1: Clinical Practice Experience |Passed on First
Attempt |Latest Update with Complete Solution
Phase 1
1a. CPE Schedule Table
Required CPE Activities Estimated Time Anticipated Completion
(Deliverables) Date
1a. CPE Schedule Table 30 min. 7/1/24
1b. Sources Table 3 hrs. 7/6/24
1c. Interview Guide 30 min. 7/7/24
1d. Three Screenshots 1 hr. 7/8/24
(Go React Video)
1e. Written Reflection 1 hr. 7/8/24
2a. Interview Summary 2 hr. 7/8/24
2b. Interview Self- 2 hr. 7/8/24
Assessment
2c. Observation Reflection 2 hr. 7/9/24
2d. Three Screenshots (GO 1 hr. 7/10/24
React Video)
2e. Written Reflection 1 hr. 7/14/24
3a. Executive Summary 3 hr. 7/14/24
3b. Three Screenshots (GO 1 hr. 7/14/24
React Video)
3c. Written Reflection 1 hr. 7/14/24
1b. Sources Table
Source Summary of Source
Boned-Galán, A., López-Ibort, N., & Gascón-Catalán, A. Boned-Galán, López-Ibort,
(2023). Nurse Manager Span of Control in Hospital Settings: and Gascón-Catalán (2023)
An Integrative review. Nursing Reports, 13(4), 1577–1592. conducted a comprehensive
, 2
https://doi.org/10.3390/nursrep13040131 review on the nurse manager
span of control in hospital
settings, which was published
in Nursing Reports. Their
study delved into the optimal
number of direct reports for
nurse managers to balance
effective management and
high-quality patient care. The
review shed light on the
challenges associated with a
large span of control, including
increased workload and
potential negative impacts on
staff supervision and patient
outcomes. Conversely, a
narrower span of control was
found to have the potential to
improve communication, staff
support, and job satisfaction.
The findings suggest that
healthcare organizations
should thoughtfully consider
the span of control to ensure
efficient management, enhance
nurse retention, and ultimately
improve the quality of patient
care.
Langan, J. C., Griffin, A. R., Shipman, S., & Dobalian, A. The research centers on the
(2022). Nurse executive experiences with COVID-19. unprecedented obstacles
Nursing Administration Quarterly, 46(2), E8–E15. confronted by nurse
https://doi.org/10.1097/naq.0000000000000516 executives, encompassing
crisis management, staffing
deficiencies, resource
distribution, and upholding
staff morale. It underscores the
swift adaptation necessary to
implement new procedures,
fortify infection control
protocols, and bolster support
for frontline personnel. The
authors emphasize the
significance of leadership,
resilience, and effective
communication in
maneuvering through the
, 3
crisis. The discoveries offer
valuable insights into the
pivotal role of nurse
executives in guaranteeing the
continuity of care and
organizational stability during
public health crises.
Morse, V., & Warshawsky, N. E. (2021). Nurse Leader Morse and Warshawsky (2021)
Competencies. Nursing Administration Quarterly , 45 (1),65- explore the impact of the
70. https://doi.org/10.1097/naq.0000000000000453 COVID-19 pandemic on nurse
leaders, highlighting the need
for new competencies to tackle
unprecedented challenges. The
article underscores the
importance of adapting to
crisis management and
nurturing competencies that
will transform the future of
nursing. It also emphasizes the
significance of addressing
health disparities and
prioritizing the well-being of
nurses. The American
Organization for Nursing
Leadership and the Association
for Leadership Science in
Nursing offer valuable insights
into the essential leadership
competencies needed for
effective practice and
education in this evolving era.
Sherman, R., & Pross, E. (2010). Future nurse leaders should A positive work environment
be encouraged to build and sustain healthy work in nursing significantly
environments at the unit level. Online Journal of Issues in impacts staff satisfaction,
Nursing, 15(1). https://doi.org/10.3912/ojin.vol15no01man01 retention, patient outcomes,
and organizational
performance. Strong
leadership in nursing,
particularly at the unit level,
plays a crucial role in
establishing and maintaining
such environments. The Nurse
Manager Leadership
Collaborative Learning
Domain Framework provides a
model for developing essential
WGU D030 CFM1 Task 1: Clinical Practice Experience |Passed on First
Attempt |Latest Update with Complete Solution
Phase 1
1a. CPE Schedule Table
Required CPE Activities Estimated Time Anticipated Completion
(Deliverables) Date
1a. CPE Schedule Table 30 min. 7/1/24
1b. Sources Table 3 hrs. 7/6/24
1c. Interview Guide 30 min. 7/7/24
1d. Three Screenshots 1 hr. 7/8/24
(Go React Video)
1e. Written Reflection 1 hr. 7/8/24
2a. Interview Summary 2 hr. 7/8/24
2b. Interview Self- 2 hr. 7/8/24
Assessment
2c. Observation Reflection 2 hr. 7/9/24
2d. Three Screenshots (GO 1 hr. 7/10/24
React Video)
2e. Written Reflection 1 hr. 7/14/24
3a. Executive Summary 3 hr. 7/14/24
3b. Three Screenshots (GO 1 hr. 7/14/24
React Video)
3c. Written Reflection 1 hr. 7/14/24
1b. Sources Table
Source Summary of Source
Boned-Galán, A., López-Ibort, N., & Gascón-Catalán, A. Boned-Galán, López-Ibort,
(2023). Nurse Manager Span of Control in Hospital Settings: and Gascón-Catalán (2023)
An Integrative review. Nursing Reports, 13(4), 1577–1592. conducted a comprehensive
, 2
https://doi.org/10.3390/nursrep13040131 review on the nurse manager
span of control in hospital
settings, which was published
in Nursing Reports. Their
study delved into the optimal
number of direct reports for
nurse managers to balance
effective management and
high-quality patient care. The
review shed light on the
challenges associated with a
large span of control, including
increased workload and
potential negative impacts on
staff supervision and patient
outcomes. Conversely, a
narrower span of control was
found to have the potential to
improve communication, staff
support, and job satisfaction.
The findings suggest that
healthcare organizations
should thoughtfully consider
the span of control to ensure
efficient management, enhance
nurse retention, and ultimately
improve the quality of patient
care.
Langan, J. C., Griffin, A. R., Shipman, S., & Dobalian, A. The research centers on the
(2022). Nurse executive experiences with COVID-19. unprecedented obstacles
Nursing Administration Quarterly, 46(2), E8–E15. confronted by nurse
https://doi.org/10.1097/naq.0000000000000516 executives, encompassing
crisis management, staffing
deficiencies, resource
distribution, and upholding
staff morale. It underscores the
swift adaptation necessary to
implement new procedures,
fortify infection control
protocols, and bolster support
for frontline personnel. The
authors emphasize the
significance of leadership,
resilience, and effective
communication in
maneuvering through the
, 3
crisis. The discoveries offer
valuable insights into the
pivotal role of nurse
executives in guaranteeing the
continuity of care and
organizational stability during
public health crises.
Morse, V., & Warshawsky, N. E. (2021). Nurse Leader Morse and Warshawsky (2021)
Competencies. Nursing Administration Quarterly , 45 (1),65- explore the impact of the
70. https://doi.org/10.1097/naq.0000000000000453 COVID-19 pandemic on nurse
leaders, highlighting the need
for new competencies to tackle
unprecedented challenges. The
article underscores the
importance of adapting to
crisis management and
nurturing competencies that
will transform the future of
nursing. It also emphasizes the
significance of addressing
health disparities and
prioritizing the well-being of
nurses. The American
Organization for Nursing
Leadership and the Association
for Leadership Science in
Nursing offer valuable insights
into the essential leadership
competencies needed for
effective practice and
education in this evolving era.
Sherman, R., & Pross, E. (2010). Future nurse leaders should A positive work environment
be encouraged to build and sustain healthy work in nursing significantly
environments at the unit level. Online Journal of Issues in impacts staff satisfaction,
Nursing, 15(1). https://doi.org/10.3912/ojin.vol15no01man01 retention, patient outcomes,
and organizational
performance. Strong
leadership in nursing,
particularly at the unit level,
plays a crucial role in
establishing and maintaining
such environments. The Nurse
Manager Leadership
Collaborative Learning
Domain Framework provides a
model for developing essential
